IIUM Journal of Case Studies in Managementhttp://journals.iium.edu.my/ijcsm/index.php/jcsm
<p><strong>Aim and Scope of the Journal</strong></p> <p>The IIUM Journal of Case Studies in Management is an internationally refereed journal published twice yearly by the Graduate School of Management, International Islamic University Malaysia. The journal is dedicated to the development and promotion of case studies in the field of management and related disciplines for the purpose of enhancing our knowledge and understanding in the areas. Cases selected for publication are expected to deal with important issues related to the discipline, which may be used, among others, by instructors of Master of Business Administration and Master of Management programmes. Special consideration will be given to cases that deal with management issues in the Asia-Pacific region. Cases based on both research and secondary sources, will be considered. Also, papers on case writing, case teaching and case analysis will be accepted for publication. Occasionally the journal will publish empirical papers on current issues in management.</p> <p><strong>Currently Indexed by:</strong><br>&nbsp; &nbsp; &nbsp;Google Scholar<br>&nbsp; &nbsp; &nbsp;Open Access</p> <p><strong><strong>Publication Charges:</strong></strong><br>There are no charges for submission of a manuscript as well as no charges for article processing or publication.</p> <p><strong>Ethical Statement:</strong><br>The manuscript must represent original work by the author(s). None of the material should be covered by any copyright; if copyrighted material exceeding approximately 100 words from a journal article or approximately 500 words from a book is used, the author has obtained written permission for its use. Further, this work should not infringe any intellectual property rights/secrecy laws of any person/organization/government/public or private agency, nor should it contain any defamatory matter.</p> <p>IIUM Press does not bear any responsibility for verifying copyright permissions provided by the author. Any breach of copyright laws will result in retraction of the published manuscript <strong>as well as reporting to relevant authorities in the authors’ institutions.</strong></p> <p style="bottom: 0px; zoom: 1;"><strong>Privacy Statement:</strong><br>The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party.</p> <p><strong>Disclaimer</strong>: Opinions expressed in articles and creative pieces published in this Journal are those of the authors and do not necessarily reflect the views of the editors, the editorial board or the publisher.</p> <p><strong>&nbsp;</strong></p>en-USrislam@iium.edu.my (Prof. Dr. Rafikul Islam)nazrol@iium.edu.my (Dr. Nazrol Kamil Mustaffa Kamil)Thu, 09 Aug 2018 09:40:46 +0000OJS 3.1.1.1http://blogs.law.harvard.edu/tech/rss60Editorial Notehttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/42
Nazrol Kamil Mustaffa Kamil
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/42Mon, 06 Aug 2018 13:50:43 +0000The Strategic Environment Analysis of Islami Bank Bangladesh Limited (IBBL)http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/32
<p>Strategic environment analysis is an integral part of any business to create and sustain a competitive position in competitive business arena. IBBL is one of the leading and the pioneer of Islamic banking in Bangladesh.&nbsp; This study focuses on the IBBL’s both the internal &amp; external environment and competitive position. Some very common environmental analyzing tools such as strengths (S), weaknesses (W), opportunities (O), and threats (T), value chain analysis (VCA), resource based view (RBV) analysis, political (P), economic (E), social (S), technological (T), and ecological (E), BCG matrix, along with five competitive forces analysis are used to observe the competitive position of IBBL in Banking industry. The study describes all the analysis after analyzing the IBBL’s business environment under Savar zone.&nbsp;</p>Md. Rahat Khan, S. M. Khaled Hossain, Md. Mohaiminul Islam Rabbi
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/32Sun, 05 Aug 2018 03:10:28 +0000Cases on Competitive Analysis of Selected Corporate Foundations in Malaysiahttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/40
<p>There are many foundations formed in Malaysia. However, there are cases of success and failures. Therefore, this case study focuses on exploring the strategies used in the successful foundations and how they overcome obstacles to achieve their objectives. This study used a qualitative design that involved content analysis and interviews with the Chief Executive Officer and officers in charge of the foundations. Four foundations were selected for this purpose. The practices of the foundations were examined and comparisons were made between the foundations chosen. From this research, it is found that all four corporate foundations have fewer similarities but more differences in terms of operations. Findings from this study can be lessons learnt to other foundations on how the corporate foundations manage their organization, talents, challenges, and programs.</p>Ishak Ismail, Professor Dato’ Dr., Hasnah Haron, Professor Dato’ Dr., Mohd Hanafiah Ahmad, Daing Mohd Nasir Daing Ibrahim, Professor Dato’ Sri Dr., Mohd Ridzuan Darun, Associate Professor
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/40Sun, 05 Aug 2018 01:49:43 +0000The Strategic Environment of the Aviation Industry in UAE: A Case Study on Etihad Airwayshttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/33
<p>UAE is one of the most dynamic aviation markets in the world, with three world class airports, including the busiest airport of the world; millions of passengers travelling through these airports and many highly competitive local and international airlines operating from here. Etihad Airways is one of the frontrunners among them. The intense competition has forced all the airlines operating from UAE to continuously become more innovative and best in service delivery. Etihad is also encountering some challenges since its inception and still has emerged as one of the most profitable and fastest growing airlines in the world. The present paper has taken Etihad as a case study and analyzed the same with relevant strategic model such as PESTLE model. Different recommendations have been developed at the end of the discussion and those can be further used in future.</p>Indranil Bose
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/33Sun, 05 Aug 2018 00:00:00 +0000Who’s at Fault? Tata Sons in 2012 or Mistry in 2016: A Case Study on Tata Grouphttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/38
<p>Tata group is an Indian MNC founded in 1868 by Jamsetji Tata. His vision envisaged towards nation’s development to see India self-sufficient. The company was headed by JRD Tata during 1939-90. His tenure made a significant contribution towards the growth of the group. In 1991, Ratan Tata took over as a chairman of Tata group of companies. His clear vision and desire to achieve along with people’s support made the company grow 57 times from the year he was appointed. Since Tata lacked an heir, Cyrus Mistry, second largest shareholder in Tata sons who worked very closely with Ratan and ensured the best of his capabilities with a long term association and commitment, was appointed as the new chairman of Tata Group in 2012, after being on a position of Deputy Chairman for about a year. His leadership viewed major strategic decisions that affected Tata’s market image and growth, in the view of Tata trusts. In 2016, a sudden decision of Mistry’s exit raised several questions on the governance at the Tata group and the succession experiment that went wrong. The case also talks about the deviations in leadership style and reasons for the elevating trust deficit among the people concerned.</p>Divya Jain
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/38Sun, 05 Aug 2018 00:00:00 +0000Editorialhttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/31
Nazrol Kamil Mustaffa Kamil
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/31Thu, 01 Mar 2018 17:06:05 +0000A case study of Organizational Behaviour and Resistance to changes in Malaysia’s Commercial Banking Industryhttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/29
<p>The primary issue in this case concerns about a manager’s engagement toward employees in an organisation. The low level of attitude displayed by the manager creates a negative impact on employees' performance. The organisational outcome is also affected by the negative attitude of the managers. In this case, the key issue is about the employees' satisfaction and dissatisfaction with the negative attitude of the manager. The positive mind-set of employees is affected, and they develop dissatisfaction with the negative mentality of the manager. The case also investigates the aspect of resistance to changes, whereby, negative thinking is reduced, and positive management thinking among employees and managers in the organisation is increased. Overall, this case describes a management dilemma on how employees’ job satisfaction levels caused serious levels (turnover intention increased) in the commercial banking industry. Survey instruments have been used to measure employees’ attitude or behaviour. The finding indicated that 60 percent of the negative attitude of manager caused dissatisfaction among employee. In this case, the dissatisfaction among employees was due to the negative behaviour of the manager who penalised staff who could contribute towards the success of a project. In addition, dissatisfaction was also due to the lack of recognition received, whereby, achievement rewards were given to the manager who lacked in the contribution of knowledge and ideas for the company development.</p>Hemaloshinee Vasudevan, Nomahaza Mahadi
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/29Mon, 26 Feb 2018 00:00:00 +0000Integration of religious education in humanitarian situation: The role of faith based organizations and faith leadershttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/26
<p>Inspired by the Islamic faith, Islamic Relief Kenya has been able to support the Government of Kenya’s goal of education for all through funding partnerships with the United Nations, international donors and extensive networks with religious and Faith-based organizations (FBOs) working among and with refugees living in Dadaab refugee camp of Kenya, the second-largest refugee camp in the world. Dadaab Refugee Camp is hosting forcibly displaced people whose children are more likely to be enrolled in religious cultural Qur’anic schools known as Duksi prior to enrolling in the formal education system. Islamic Relief works through religious leaders to develop advocacy tools based on Islamic teaching to promote the integration of conventional state education with the cultural religious education system in a bid to enhance access to conventional education for the children living in Dadaab. Although the integration model of religious education / Duksi School was piloted by Islamic Relief, all other faith based organizations including Lutheran World Federation (LWF) adopted the same approach and model in their education programmes in refugee operations in Dadaab. This process initially funded and facilitated by UNHCR and the Government of Kenya has emerged as a successful, integrated approach merging religious and formal education in humanitarian and emergency situations.</p>Mohammad Obaidur Rahman, Afroza Bulbul Afrin
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/26Sat, 17 Feb 2018 00:00:00 +0000The death of a small carhttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/27
<p>Tata Motors launched the low-cost car, Nano in 2009. The expectations were high. It was supposed to change the rules of the game in automobile industry forever. A series of operational hurdles came in the way spoiling the show. The manufacturing plant had to be relocated, due to the agitation launched by farmers whose land was acquired by the Company. Consequently, operational costs increased. Customers could not get the vehicles on promised dates. Initial technical problems caused a series of fire accidents which turned the tide against the image of the car. The positioning of the car as a ‘cheap vehicle’ proved to be a strategic blunder forcing the Company to call it a day.</p>V. S. P. Rao
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/27Sat, 17 Feb 2018 00:00:00 +0000Monal - An overview of marketing practiceshttp://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/28
<p>Being the first fine-dining restaurant at an unconventional location, the Monal restaurant with a wide range of authentic Pakistani cuisine deeply embedded in the diverse culture of the country. The business can be termed as well thought out model that has taken full advantage of the original restaurants’ popularity and has continued to build on it to scale new heights. Mr Luqman Afzal as a sole proprietor of the business gained a single investor’s confidence in the project’s success, and to make the biggest commercial restaurant success in the history of Islamabad. This case study explores the marketing and value chain of The Monal; what are their marketing strategies and how it provides value to its customers. What are the attractions of their business model and their business performance that made Monal to secure awards from leading culinary institutes? What are the success factors that have led to its success; what are the challenges that company faces on day to day basis. The case study also discusses about their direct and indirect competitors. Finally the future plans of the company and key learning points are also discussed with few recommendations. The case has provided an opportunity to learn about Monal’s functions and operations extensively. It may serve as a learning case for entrepreneurs seeking business opportunities in the restaurant industry.</p>Alishba Ijaz, Sundus Dilshad, Abdul Wahab
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http://journals.iium.edu.my/ijcsm/index.php/jcsm/article/view/28Sat, 17 Feb 2018 00:00:00 +0000